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<p>Foreword vii <br /><i>Dave Ulrich</i></p> <p>Preface xv</p> <p>1 Talent Matters 1</p> <p>2 Making the Right Management Choice 14</p> <p>3 Designing Organizations 36</p> <p>4 Managing Talent 63</p> <p>5 Managing Performance 99</p> <p>6 Information and Decision Making 126</p> <p>7 Reinventing HR 151</p> <p>8 Governing Corporations 175</p> <p>9 Leading 196</p> <p>10 Managing Change 220</p> <p> Epilogue 237</p> <p> Notes 243</p> <p> References 255</p> <p> The Author 261</p> <p> Index 263</p>

Voted "Best Book of 2008" in Human Capital, <i>Strategy + Business</i> "Some boards do have committees on human resources, but they typically focus on CEO and executive compensation and perhaps succession planning at the executive level, not on the overall talent strategy and effectiveness of the organization...What is needed is a human capital committee that addresses succession planning for senior management positions and the evaluation of the CEO and the top management team."--as excerpted from TALENT by Edward E. Lawler, III in <i>Directors & Boards</i> <p>"There was one chapter in Talent that I found to be really new and interesting. That was the chapter about corporate boards and talent management. Often when we think about boards of directors we think about a room of former CEOs and finance guys who go over number and compliance issues. That's pretty much what Lawler has found in his research as well. But if a company wants to really use its people as its competitive advantage, then these boards of directors have to be informed on the talent management issues within the company. Not only that, but at least some of these board members should have some HR expertise--which according to Lawler's research, is a pretty rare occurrence."--<i>Workforce Management</i></p> <p>"In his book--for those who wish to proceed with HC-centricity--Lawler describes the steps involved in building talent-based organizations. Through generous case studies of companies from Whole Foods to BMW to Siebel Systems, Lawler outlines ways of achieving HC-centric management through approaches he labels 'high involvement' or 'global competitor."--<i>HR Magazine</i></p> <p>"Lawler presents visionary information and examples that any organization can take pieces from. As a whole, Talent is a thought-provoking read. More importantly it is a practical book. Anytime the reader starts to say to him or herself "yeah right, that would never work" Lawler responds with an acknowledgment of the practicalities and support for optimism. If Lawler’s prediction that more companies will turn towards HC-centric organizations then it would be wise to read this book now." <i>--The Employment File, 6/10/2008</i></p> <p>"A lot of people know a little about <i>Talent.</i> Ed Lawler knows a lot! In fact, he may know more about this topic than anyone I know!"</p> <p>"There is no better person to provide advice on <i>Talent</i> than Ed Lawler!"</p> <p>"The world’s authority on HR systems – he shows you how to change the people equation in your company!" – Marshall Goldsmith is the <i>New York Times</i> best selling author of <i>What Got You Here Won’t Get You There –</i> the Harold Longman Award Best Business Book of 2007.</p>

<p><b>Edward E. Lawler III</b> is director of the Center for Effective Organizations at the University of Southern California (USC) and distinguished professor in the USC Marshall School of Business. Named one of the country's leading management experts by <i>BusinessWeek</i> magazine, Lawler is the recipient of the top career achievement awards given by SHRM, ASTD, WorldatWork, and the Academy of Management. He is the author or coauthor of more than forty books, including <i>The New American Workplace</i>, <i>HR Business Process Outsourcing, Treat People Right</i>!<i>, From the Ground Up, Rewarding Excellence,</i> and most recently, <i>Built to Change</i>. His writings have appeared in the <i>Harvard Business Review, Fortune,</i> the <i>Wall Street Journal, USA Today</i>, and the <i>Financial Times</i>, as well as many academic journals.

<p><b>TALENT</b> <p>In today's global business environment, it is more and more difficult to gain a competitive edge, but it is not impossible. Talent, potentially the most powerful source of competitive advantage, is available. But how should organizations be designed to make talent their key source of competitive advantage? <p>In this follow-up to his best-selling book <i>Built to Change</i>, Ed Lawler shows how organizations can combine the right organization design, management practices, and talent to gain a critical performance edge. <p><i>Talent</i> offers a blueprint that succinctly maps out the best approach to organizing and leading a talent-focused organization. The organizational features needed to create a talent-focused organization are identified and their operation explained. Special attention is paid to: <ul> <li>Leadership</li> <li>Corporate boards</li> <li>Talent management</li> <li>Performance management</li> <li>Information and decision making</li> </ul> <p>Lawler shows how organizations can determine which talent-focused management approach best fits their business: a high-involvement approach that has long-term employment relationships and a high level of employee involvement in decision making, or a global-competitor approach where there is a constant influx of new talent and technological expertise. Drawing from his expertise and providing insights into today's most innovative companies, Lawler describes the human capital strategy and organization design for each approach. He provides the foundation and tools for creating effective and innovative organizations. <p>A timely, much-needed resource, <i>Talent</i> defines how companies can be managed for competitive advantage today.

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